Unit II Assignment

BHR 4680, Training and Development 1

Course Learning Outcomes for Unit II Upon completion of this unit, students should be able to:

8. Analyze the results of a training needs analysis (TNA). 8.1 Explain the components of a needs assessment.

Course/Unit Learning Outcomes

Learning Activity

8.1 Unit II Lesson Chapter 3 Unit II Assessment

Reading Assignment Chapter 3: Needs Assessment, pp. 116-150

Unit Lesson The needs assessment determines the training requirements after analyzing the three standpoints of the organization, the person, and the task (Noe, 2017). Of course, there are various components associated with each (e.g., addressing the who, what, when, where, why, and how of the training needs). This can be done with focusing on what needs to be accomplished from the training efforts. When determining needs, an organization can use surveys and interviews such as questions and answers; observations; performance or production numbers; feedback from supervisors, managers, and employees; periodic evaluations; and any other documents or methods that yield strategic goal outcomes (Noe, 2017). For example, if a question- and-answer (Q&A) session is used for determining the needs analysis, then the questions below will need to be answered.

1. Who needs training? 2. What training is needed? 3. When should the training be conducted? 4. Where should the training take place? 5. Why is the training needed? 6. How should the training be delivered?

Of course, other questions or concerns develop from the basic questions that are presented. When identifying who needs training, there are various methods that can be used such as the evaluation method where formal or informal monthly, quarterly, and yearly evaluations are used to assess the performance of the employee. By using this method, structured documentation is used to formally assess the employee’s level of achievement in performing his or her outlined duties and responsibilities. If the evaluation method is used, it yields results showing how the employee is performing in his or her position, according to the duties and responsibilities identified in the job description. From these results, you can identify who needs training as well as the knowledge, skills, and abilities (KSAs) that need to be taught and/or improved upon.

UNIT II STUDY GUIDE

Needs Assessment

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Again, these answers can be derived from other documents or methods from within the organization. As the human resource management (HRM) or human resource development (HRD) manager, it is your responsibility to analyze and address concerns when determining the need for training. In administering the Q&A session, online tools, such as SurveyMonkey, Zoho Survey, and FluidSurvey can be used to create the desired survey. When using these online tools, you can conduct in-house surveys without involving external factors such as vendor selection, privacy concerns about participation, and possibly flawed or inaccurate results. As an organization, you can develop your own line of questions distributed to the desired targeted audience and obtain immediate results. In addition, let’s not omit that it is cost effective for the organization to use these online tools instead of using an external consultant in developing and conducting the survey. Subject matter experts (SMEs), frontline workers, managers, and company leaders may all contribute to the development and analysis of the surveys (Noe, 2017). They are all needed for various reasons; therefore, they all contribute to each part of the needs assessment—the organization, the person, and the task. Once the results are assessed, it is at this time that the HRM or HRD manager can identify the specific needs. Examples of specific items that must be identified are listed below.

 Who will receive training? o Employees o Middle/lower management o Upper management o Frontline workers

 What training will be provided? o Industry-specific training o Soft or hard skill training o Employee relations training

 When will the training be conducted? o During work hours o After work hours o Combination

 Where will the training take place? o Onsite o Remote location o Online o Combination

 Why is the training needed? o Mandatory o Safety o Production

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 How will the training be delivered? o Instructor-led o Computer-based o Self-paced o Traditional classroom lecture o Internally o Externally

Of course, the goals and objectives of the organization are the two main factors that contribute to identifying and developing the needed training; therefore, they lead to the production of the materials needed for the training. As we all know, training is expensive. It can cost an organization thousands of dollars to provide the basic training required, so during the needs analysis, it is important to determine why the training is needed, who needs training, and how training should be conducted, which all have a direct relation to the cost. For example, why training is needed contributes to the cost through position titles, departments, and demand. Who needs training contributes to the cost according to the number of people requiring training, and how training is conducted contributes to the cost according to delivery method (i.e., instructor-led, computer- based, self-paced, traditional classroom lecture, internally, or externally). Some will say conducting training internally is more cost effective, and this can be true for many reasons. Some costs you would avoid by using internal training are the costs of the search process for vendors or trainers, vendor fees, location or facility costs, and transportation and travel costs (e.g., lodging). With internal training, you are able to adapt the material according to the specific training needs, and more control of the training process is available. Experienced, in-house SMEs deliver the material, which can bring about comfort and better understanding of the material by the participants. According to Anderson (2014), more organizations are electing to use internal training efforts for consistency, flexibility, and availability of the material. In addition, internal training reduces the occurrence of the following issues:

 overhead for production of the material,

 loss of production hours,

 lack of accessibility,

 lack of attendance, and

 timing (the turnaround time for results). Concerns can be raised about the quality of internally provided training. Of course, this is nothing that would happen overnight. The training department would demonstrate quality of training by properly assessing and developing the needed material. This is done by conducting the needs assessment, along with preparing the internal trainers, SMEs, HRM or HRD manager, or any other individuals deemed to be qualified in the training. The HRM or HRD manager must identify, address, and prepare the needed material according to the specific results from the needs assessment. It is important for the trainers to connect with the audience; therefore, using the results from the testing and surveying material should also be used in identifying concerns and conquering the concerns through the application and delivery style of the material. There are a number of advantages and disadvantages to conducting training both internally and externally. According to Anderson (2015), the use of outsourcing for training needs has gone up and down over the past decade. From 2014–2015, 53% of organizations elected to use outsourcing for a portion of the training needs (Anderson, 2015). This percentage greatly depends on the budget for training. According to Anderson (2015), the percentage ranges have been pretty consistent among 15% to 29% of organizations that outsourced their training needs. Of these organizations, 35% used 0%–10% of their training budget on outsourcing efforts, 29% used about 11%–20% of the budget, and 36% used 21%–80% of the budget. With external training, you do not have as much control as you do with internal training. Most of the time, the training is not adopted once it is completed without incurring additional cost. Also, external training can bring about a form of uneasiness from the participants due to unfamiliar faces and operating procedures. In addition, you can run into more logistical concerns than you would with internal training; however, according to Anderson (2014), more organizations are outsourcing for core and non-core activities with the demand for custom content, training delivery, and technology management. The following article discusses the

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preparation needed to identify the best vendor for the assessment. You are encouraged to read the article, but it is not required. Hunt. (2003, September 18). Choosing the right assessment vendor. Workforce Magazine. Retrieved from

http://www.workforce.com/2003/09/18/choosing-the-right-assessment-vendor/ Hunt (2003) listed 10 questions that should be asked to evaluate a potential vendor and to address concerns related to the assessment techniques used, assessment results, system customizations, delivery methods for the training, user-friendliness, and the ongoing support system and upgrades. Regardless of the method used in delivering the training, the needs of the audience are key to keep in mind. Once the results from the needs assessment have been processed and reviewed, it is important to apply the training efforts accordingly. The training can take place in many forms and modalities such as with a lecture, activities, discussion, demonstration, case study, or role-play, as we previously discussed. This is determined according to the results of the assessment. For example, if the results yield a need for basic computer training skills or usage, the delivery efforts will involve the use of computers and computer-based training, which can be instructor-led or not. Alternatively, the material can be self-paced or delivered online with instructor-led options. Another example is soft skills training such as time management. This training can be delivered in a more cost-effective manner compared to the basic computer training need. Soft skills training can be conducted in a self-paced manner or via basic classroom instruction or in lecture style with supporting documents. Of course, including the use of computers would be more three-dimensional in delivering the material; however, at the end of the day, cost is one of the factors that must be considered with providing the best training efforts possible.

References Anderson, C. (2014, September 10). Outsourcing satisfaction declining. Chief Learning Officer. Retrieved

from http://www.clomedia.com/2014/09/10/outsourcing-satisfaction-declining/ Anderson, C. (2015, September 2). Outsourcing satisfaction keeps on growing. Chief Learning Officer.

Retrieved from http://www.clomedia.com/2015/09/02/outsourcing-satisfaction-keeps-on-growing/ Hunt. (2003, September 18). Choosing the right assessment vendor. Workforce Magazine. Retrieved from

http://www.workforce.com/2003/09/18/choosing-the-right-assessment-vendor/ Noe, R. A. (2017). Employee training and development (7th ed.). New York, NY: McGraw-Hill Education.

Suggested Reading In order to access the following resource, click the link below. The suggested reading material below discusses developing a needs analysis template. This is an opportunity to take content and apply it to the process of creating a usable template and developing a needs analysis. Dear Workforce how do I develop a needs-analysis template. (2011, September). Workforce Magazine.

Retrieved from http://www.workforce.com/2011/09/07/dear-workforce-how-do-i-develop-a-needs- analysis-template/

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Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. The learning activities below create the opportunity to apply your knowledge. Each of the activities introduces topic material from Unit II, including the competency model and organizational need analysis. You may complete one or all of the assignments below, which can be found in your textbook.

1. Application Assignment, page 152, #1 2. Application Assignment, page 153, #4 3. Application Assignment, page 153, #5